涉外大型基础设施项目融资特点和问题分析

文章从项目融资入手,讨论了涉外大型基础设施项目融资的概念和参与主体,总结出涉外大型基础设施项目融资的特点,并提出涉外大型基础设施项目融资应着重研究解决的主要问题。     

对亚太地区发展的看法

这是美国加州大学伯克利分校东亚研究所所长斯卡拉皮诺教授今年九月在上海国际问題研究所亚太问题讨论会上的发言摘要。他曾于1985年5月到福建社会科学院东亚研究所进行学术交流。     

植物密度、生物量和时间之间关系的简化模型

在本文中我们求导出一个简化方程,该方程描述单一植丛的生物产量、植物密度和时间之间的关系。此方程以两个假设作为根据。第一个假设是生物量和密度之间的关系,可以用等轴双曲线逼近。第一个假设是每单位面积相同生物量的植物生长速度相同,这就是说,不存在植物生长空间对植物间对植物生长速度的特殊影响。这个问题在某些文献中是有争议的。例如最近登表的大多数植物生长速度取决于植冠特征的植物生长模拟模型(如Loomis、Rabbinge与Ng,1979;Charles—Edwards与Fisher,1980;Sheehy、     

Developing first-level leaders

Oil and energy corporation BP was well aware of the importance of its work group managers on the front lines. Their decisions, in aggregate, make an enormous difference in BP's turnover, costs, quality control, safety, innovation, and environmental performance. There were about 10,000 such supervisors, working in every part of the company-from solar plants in Spain, to drilling platforms in the North Sea, to marketing teams in Chicago. Some 70% to 80% of BP employees reported directly to these lower-level managers. Yet, until recently, the corporation didn't have a comprehensive training program--let alone an official name--for them. For their part, the frontline managers felt disconnected; it was often hard for them to understand how their individual decisions contributed to the growth and reputation of BP as a whole. In this article, BP executive Andreas Priestland and Dialogos VP Robert Hanig describe how BP in the past five years has learned to connect with this population of managers. After one and a half years of design and development, there is now a companywide name--"first-level leaders"--and a comprehensive training program for this cohort. The authors describe the collaborative effort they led to create the program's four components: Supervisory Essentials, Context and Connections, the Leadership Event, and Peer Partnerships. The design team surveyed those it had deemed first-level leaders and others throughout BP; extensively benchmarked other companies' training efforts for lower-level managers; and conducted a series of pilot programs that involved dozens of advisers. The training sessions were first offered early in 2002, and since then, more than 8000 of BP's first-level leaders have attended. The managers who've been through training are consistently ranked higher in performance than those who haven't, both by their bosses and by the employees who report to them, the authors say.